NHS: A Universal Embrace

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His polished footwear move with deliberate precision as he greets colleagues—some by name, others with the familiar currency of a “how are you.”

James wears his NHS lanyard not merely as institutional identification but as a testament of acceptance. It rests against a pressed shirt that betrays nothing of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully for young people who have been through the care system.

“I found genuine support within the NHS structure,” James reflects, his voice controlled but tinged with emotion. His remark encapsulates the essence of a programme that seeks to reinvent how the enormous healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, financial instability, accommodation difficulties, and lower academic success compared to their peers. Behind these cold statistics are personal narratives of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a profound shift in organizational perspective. Fundamentally, it accepts that the whole state and civil society should function as a “universal family” for those who have missed out on the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, creating structures that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, initiating with thorough assessments of existing procedures, creating oversight mechanisms, and garnering executive backing. It acknowledges that effective inclusion requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a regular internal communication network with representatives who can offer assistance and counsel on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application procedures have been reimagined to accommodate the specific obstacles care leavers might face—from lacking professional references to struggling with internet access.

Perhaps most significantly, the Programme understands that entering the workforce can create specific difficulties for care leavers who may be managing independent living without the backup of familial aid. Issues like transportation costs, personal documentation, and banking arrangements—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that crucial first payday. Even apparently small matters like break times and office etiquette are carefully explained.

For James, whose professional path has “changed” his life, the Programme provided more than work. It provided him a feeling of connection—that ineffable quality that emerges when someone feels valued not despite their past but because their distinct perspective improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the quiet pride of someone who has secured his position. “It’s about a family of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a strong assertion that systems can adapt to include those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers bring to the table.

As James moves through the hospital, his involvement silently testifies that with the right help, care leavers can thrive in environments once thought inaccessible. The arm that the NHS has extended through this Programme symbolizes not charity but recognition of hidden abilities and the profound truth that all people merit a family that supports their growth.